Fiscal 2021

Annual Operating Plans

March 31, 2021

Sophia School Corporation

Introduction
On the occasion of the announcement of our business plan for FY2021, I would like to offer a few words of greeting.
More than a year has passed since the outbreak of the new coronavirus (COVID-19), and the world continues to be inturmoil over the response to the pandemic. We would like to express our deepest sympathy to all those affected by the spreadof the disease. We would also like to convey our heartfelt gratitude to all those who are working tirelessly on the frontlines of
disease control and treatment, including those in the medical and nursing fields.
During the last academic year, each school of Sophia School Corporation has had to operate under unprecedented measures
such as postponing the start of classes, canceling various events, including graduation and entrance ceremonies, restricting
access to the school, introducing online courses, and restricting extracurricular activities. In light of the risk of school staff
being infected by the virus and the possibility of the virus spreading from our school staff to the rest of society, we have takenthese unavoidable measures, and we would be grateful for your understanding. Fortunately, there were no cluster outbreaks orother serious situations at each school, and our graduates successfully completed their studies between February and March.
We are proud of our students, faculty, and staff who continued to make great efforts to pursue learning under such difficult
circumstances. At the same time, we would like to express our gratitude to everyone involved for their both material and moral
support.
The year 2021 will be a milestone year for Sophia School Corporation as we begin a new phase in our history. At theuniversity, President Yoshiaki Terumichi has been reappointed for a four-year term, and the structure of the vice presidents
supporting the president will be updated. At Rokko Gakuin Junior and Senior High School, the next principal, Atsuo Takahashi,
was appointed in accordance with the new principal appointment regulations that were established after the merger. Eiko
Gakuen Junior and Senior High School, Rokko Gakuin, and Sophia Fukuoka Junior and Senior High School have also
appointed new vice principals and assistant principals. The schools that will be welcoming the new leaders and all of ourschools will further accelerate activities for the development of a sustainable human society and the protection of humandignity, including the SDG goals set by the United Nations and supported by the Pope. We will advance forward with all our
wisdom and might to fulfill our unique mission. In order to safely welcome the new school year, we have unveiled a new styleof behavior, which we have defined as the "Sophia New Normal," and we will work to ensure that all members engage ineducation, research, and extracurricular activities with this style in mind.
March 31, 2021
Fr. Tsutomu Sakuma, S.J., Chancellor
Sophia School Corporation-2-

I. Annual Operating Plans (Basic direction and stance)
To achieve the SDGs based on our founding principles, and in order to protect the sustainable development of human society andhuman dignity, we have established the following Operating Plans for the entire Sophia School Corporation for the year 2021.
To establish an SDGs promotion framework in which faculty and students of Sophia School Corporation are all involved.
To promote cooperation and collaboration with domestic and international organizations, including participation in interuniversity coalitions and strengthening relationships with local governments through policy proposals.
To provide regular and effective information on the initiatives and activities of each school, enhance communication to
stakeholders of each school, and promote collaborative projects.

Ⅱ. Annual Operating Plans (Planning by field)
A. Future Plans of Sophia University
1. Academic Planning
GL2.1

Action Plan

Fiscal 2021 Operating Plans(Reconstructing undergraduate education with a view to next-generation society)(1) Centered on Jesuit human①Engage in organically collaborating

・Prepare for the introduction of the new university-wide general

education based on our

specialized education and liberal arts

education curriculum to be launched in 2022 (finalize

founding philosophy andeducation.

curriculum and create related content)②Achieve high-level liberal arts education

・Survey the status of active learningand practical education, as well as

・Raise awareness for the introduction of active learning in

educational spirit, formulate
an educational system andorganization that canaccommodate nextgeneration society.

achievement of education that is focused on

simultaneous

student initiative, experience and practice.

interactive courses (Zoom, etc.)③Consider the establishment of an integrated

・Establish a teaching and learning management organizationthat corresponds to the revision of the education system

educational and academic organization.
(Restructuring graduate school education with a view to next-generation society)①Establish a degree program for adults.

・Not established for fiscal 2021 (completed)education based on the②Review the student capacity of Graduate

・Not established for fiscal 2021

founding philosophy and

Schools and Programs.

educational spirit.

③Promote interdisciplinary research and(2) Endeavor to enhance nextgeneration graduate school・Consider the introduction of cross-disciplinary joint courses

education.
(Creating a global campus)(3) Promote global education①Introduce a world-class educational system.

・Gather information on the activities of the global quality

and foster world-class humanassurance network, and check and review the compatibility withresources.

our system
・Follow-up on the new method of approving the transfer ofcredits for study abroad・Continue to analyze a variety of data related to international
students and consider/utilize questionnaire surveys (SPSF, etc.)②Make environmental improvements to・Increase the number of courses taught in foreign languages

nurture global competency.

・Present a schedule for the opening of the Writing Center
・Increase in the number of regular students enrolled in“Academic Japanese”.

-3-GL2.1(3) Promote global education

Action Plan

Fiscal 2021 Operating Plans③Improve student and program mobility.

・Develop online courses (COIL: Collaborative Online

and foster world-class humanInternational Learning) with prominent overseas universities

resources.

・Consider and develop new international education programswith academic outcomes, such as hybrid online/mobility
programs that allow students to plan the timing and duration of
their study abroad more flexibly, online joint courses withoverseas universities (COIL classes), and joint international
degree programs (DD, JD)
・Effectively utilize international co-curricular programs in Japan・Cultivate new exchange partner institutions and revitalize
exchanges with existing partner institutions
・Promote educational cooperation with industry andinternational organizations
・Revise the system for accepting and sending out international
students after the resumption of their overseas travel④Establishment of SPSF

・Establish SPSF in the Department of Journalism, and operate(Sophia Program for Sustainable

the existing SPSF courses in four departments

Futures) in AY2020

・Deploy web advertising on the university's homepage andoverseas ranking websites⑤Strengthening the role and function

・Strengthen relationships and promote collaboration with theof Sophia's global network andSociety of Jesus network and consortiums

overseas offices

・Revitalize the international network for research exchange
・Develop overseas partner universities as bases for thepromotion of globalization
・Strengthen the functions of overseas based offices and develop
operations based on a strategy for activities including admissions
public relations
・Implement practical programs at the ASEAN Hub Center andonline training programs (for Sophia students, adults, and highschool students)(Ensuring the quality and diversity of new enrollees)(4) Diversify and review the①Design and implement a new admissions

・Adequately verify the first year of implementation

admissions program to secure

program in line with high school and・Formulate and verify the entrance examination system for 2025

a stable number of new

university articulation reform.

in line with the transition to the new Guidelines for the Courseof Study

enrollees.
②Enhance student recruitment

・Revive previous face-to-face PR opportunities (open campus,

communications to secure students whose top

consulting, and briefings) and enhance online PR activities andchoices of schools include Sophia.

broadcasting③Expand high school-university

・Enrich exchange activities with Society of Jesus high schools

collaboration.

-4-

2. Plans for research and academic exchange
GL2.1

Action Plan

Fiscal 2021 Operating Plans(Enhancing research capacities)(1) Enhance the research①Promote research on priority

・Assess succession and secure financial resources for the formation of acapacities of the entire

areas that are unique to Sophia

research base for the research branding project, which is in its final year

university.

and establish a research hub for・Implement the new schedule for the Special Coordination Funds forsuch areas.

Academic Research and verify the effectiveness of the application status
・Improve maintenance related to the transition of the Time-DesignatedResearch Division, which is currently under consideration for permanentestablishment
・Review of the system design to promote the formation of research centers②Actively produce research

・Further encourage the hosting of international symposiums (including online)

outcomes and communicate・Strengthen the dissemination of information via online

outcomes to audiences within

・Consider measures to strengthen the disclosure of various research results,

and outside the university.

including the publication of academic books
・Update the faculty education and research information database (promote
information dissemination using research map)

③Stably provide academic

・Enhance digital books

information.

・Upgrade of the information search interface (home page, OPAC)
・Increase in the number of repositories(Promoting collaboration)(2) Promote research①Develop intra-university

・Expand research seeds (psychology, nursing, etc.)

exchange andnetworks for interdisciplinary・Implement policies that integrate the humanities and sciences, taking advantage

collaboration withresearch.

of the SDGs-related nature of the Special Grant for Academic Research・Consider the expansion of opportunities to promote exchange of researchers

partners within andoutside the university②Promote industry-

・Utilize online matching events amidst the COVID-19 pandemic (promote non-government-academia

regionally limited industry-government-academia collaboration)

collaboration with government

・Continuous activities and strengthening of relationships with partner institutions

offices and private companies.

・Promote collaboration and exchange with overseas institutions through URA
and improve the system (SACRU, MIRAI, etc.)③Acquire external funds and・Increase the number of applications and projects adopted under the Grants-in-contribute to industry throughAid for Scientific Research (KAKENHI), as well as the number of contracts forresearch activities.

commissioned research and joint research with parties outside the university
・Identify and communicate examples of social contribution through the results ofhumanities and social sciences research・Promote activities connecting research results to intellectual property, such as
invention consultation week and intellectual property seminars(Nurturing researchers)(3) Foster human①Foster and support early-

・Improve and expand Research Support Programs for Graduate School Students

resources who perform

career researchers.

・Consider a system to support PD research activities within the university
・Review and implement a temporary response to prevention measures amidst

unique and fair research.

COVID-19②Enhance and ensure research・Secure a continued implementation framework for university-wide researchcompliance.

ethics education and compliance education
・Promote the appropriate operation of new compliance measures, including
security trade control, etc.

-5-

3. Plans for student life support
GL2.1

Action Plan

Fiscal 2021 Operating Plans(Establishing a health management system for students)(1) Seek to enhance the health①Develop an environment that can・Strengthen the emergency response system and consider

management system from bothaccommodate consultations frompartnerships with external organizations

physical and mental healthvarious students and respond to urgent

dimensions.

issues.
②Reorganize the Bureau of Student

・Consider and prepare for the implementation of the new structure

Affairs and establish a Student(Health & Wellness Center establishment) (organization andConsultation Office (tentative name).

division of responsibilities)
・Flexibly respond to students, including interim measures related to
COVID-19(Enhancing scholarship programs）(2) Develop and enhance①Design programs based on the basic

・Examine and improve financial support for the COVID-19

scholarship programs as well as

principles for granting scholarships.

infection and the internal scholarship system after the implementationof the government's higher education support systemincrease the scholarship fund.
(Establishing a career education and employment support program)(3) Review current student①Review the current career support

・Continue to acquire and analyze data on students’ use of the Career

support to be able to offer

program to accommodate changes inCenterenable career education andjob hunting trends and working styles.

・Formulate recommendations for future career education

employment support with a・Improve the quality of individual counselingview to future work styles as・Verify the effectiveness of student services

well as accommodate diverse
students.

・Fully outsource guidance and seminar operations②Rebuild the administrative
framework and program of the Career
Center.
③Explore new potential employers

・Strengthen collaboration related to recruitment of internationaland enhance support to meet diverse

students

student needs.

・Promote the use of and provide effective support to international
students and students with disabilities at the Career Center(Supporting social contribution activities)(4) Implement programs to①Explore diverse possibilities of・Achieve a symbiotic society on the occasion of the Olympic andachieve an inclusive society andvolunteer work and offer students

Paralympic Games and foster the human resources who will besupport social contribution

practical opportunities.

responsible for it
・Develop an internal promotion system aimed at realizing a symbiotic

activities.

society after the Olympic and Paralympic Games・Develop and improve the campus environment through student
participation
・Promote opportunities for students to grow through relationships
with others with a view to the post-COVID-19 era②Increase hands-on educational

・Strengthen efforts to address the SDGs based on regional academic

programs off campus.

collaborations(5) Support student exchange①Plan and operate educational

・Verify and further enhance the effectiveness of educational programs

and activate student life.

student housing.

(Activating student life)-6-GL2.1

Action Plan

Fiscal 2021 Operating Plans(5) Support student exchange②Enhance the Amenity Space on

・Establish a Center for Student Affairs website as a communication

and activate student life.

campus and facilities fortool to disseminate information about students' activities

extracurricular activities.
③Formulate frameworks for student

・Enhance student exchange programs at SSIC (Sophia Student

support, including peer support

Integration Commons) and Active Commons

programs.

・Strengthen exchanges for students who are concerned about theirrelationship with the university and their friends amidst the COVID19 pandemic

B. Future plans for Sophia University Junior College Division
GL2.1

Action Plan

Fiscal 2021 Operating Plans

1. Division-wide planning(1) Formulate a development plan for①Enhance organizational and・Continue efforts to stably fill the enrollment capacity

the medium- to long-term organizational

educational framework based on・Increase the number of applicants by providing a more user-and educational framework of the Juniorfulfilled enrollment capacity.

friendly online application system
・Conduct face-to-face and online public relations activities forCollege Division.

the entrance examination and secure students’ enrollment(2) Strengthen collaboration between①Share and standardize measures

・Upgrade desks and chairs in classrooms on the second floor

the Junior College Division and Sophia

under Sophia School Corporation.

of Building 1(3) Promote the internal quality①Enhance the development of・Receive accreditation evaluation based on a self-assessment

assurance of education.

human resources who can contribute

report prepared in fiscal 2020

to society by acquiring the abilities

・Maintain and improve the quality of education and infection

required as indicated in the Degree

prevention measures amidst the COVID-19 pandemic

Policy.

・Improve students' communication skills and ability to read

University.
2. Academic planningand write in Japanese and English *②Establish a system that will

・Continue to measure the effects of profound liberal arts

measure the effectiveness, assess andknowledge in the Compulsory course “Philosophicalimprove liberal arts education.

Anthropology I”③Promote education that boosts

・Improve the annual growth rate of the TOEIC-IP test

English language proficiency.

・Further reduce the number of students in English
Compulsory Elective courses

3. Student support(4) Promote support for diversified①Offer appropriate career support for・Continue measures to foster the strength to achieve the career

students.

diversified students in designing theirpaths aspired by individual students

futures.

・Continue measures to reduce the number of students who
have yet to determine their career paths, as well as students
who are on leave of absence or have withdrawn
・Implement face-to-face and online guidance and interviews

4. Liaison with local communities(5) Endeavor to further improve the①Enhance community contribution

・Enhance service learning related courses and activities using

quality of community contribution.

through service learning.

face-to-face and online methods*Recommendation of the Expert Committee on Student Life and Career Guidance based on the 2014 certified evaluation and accreditation-7-

C. Future plans for Sophia Social Welfare School
1. School-wide planning
・Initiate procedures with the competent authorities for the cancellation of our designation as a training school related to the closingof the Sophia Social Welfare School at the end of FY2021
・Initiate internal procedures, such as changing school regulations, related to the closing of the school at the end of FY2021
・Coordinate the transfer of operations related to the Sophia Social Welfare School graduates after the school closes
・Organize and coordinate the transfer of important documents such as school registration and academic records
・Propose and implement events related to the closure of the school・Initiate operations for the closure of related facilities and equipment (library, nursing care practice room, bathing practice room,
home economics practice room, music practice room)
2. Academic planning・Provide continuous practical training and employment support to Christian social welfare facilities
3. Student support
・Enhance the school as a designated training institution for qualification acquisitiona) Strengthen the support system for national examinations
・Enhance outreach education programsa) Strengthen cooperation with the Sophia University Alumni Association of the Sophia Social Welfare School and externalorganizations
・Strengthen the support for international students' study and lifestylea) Identify the status of international students by conducting individual interviews
4. Other・Make improvements to the student support system amidst the COVID-19 pandemic

D. Future plans for continuing education
1. Review the role of continuing education
Continuing education at Sophia University will be newly reviewed under the Committee for Continuing Education, which will be
reorganized in FY2021.
2. Creation of a forum for learning through industry-university collaboration that unites the world of business anduniversities
The FY2021 business plan for "Professional Studies," which has been initiated as a new experiment in industry-university
collaboration to create a forum for learning together with the business world, is as follows.
・Design and planning of new courses in collaboration with participating companies
・Strengthen communication of information to companies and economic organizations
・Expand the number of member companies-8-E. Future plans for the four schools under the Secondary School Division
GL2.1

Action Plan

Fiscal 2021 Operating Plans

1.Enhancing the educational program(1) Formulate a①Enhance the ILP【Eiko】

program to promote(Ignatian Leadership・Continued implementation of various hands-on learning programs and review of newunderstanding andProgram).

plans ★

permeation of Jesuit【Rokko】

education.

・Course evaluation and reflection, and preparation of handbook【Hiroshima】
・Enhance the ILP contents and train faculty and staff members by continuing the weekly
ILP contact meeting【Sophia-Fukuoka】
・Collaborate with Sophia University for SFO (Studies For Others) for high school first andsecond-year students②Enhance【Eiko】

partnerships with Jesuit・Continue to participate in the “Ever to Excel” program at Boston College (US) in fiscal

universities and2021 ★

educational institutions.

【Rokko】
・Exchange with overseas Jesuit schools (including online exchange) ★
【Hiroshima】
・Develop training programs to deepen the understanding of Jesuit education, and to review
potential partner universities(2) Reorganize the①Improve the four

【Eiko】

curriculum, looking

English skills

・Collaborate with Sophia University for enhanced English educationahead to the 2020

(especially Speaking).

university admissions【Rokko】
・Implement continuation and evaluation of courses by outsourced native instructors

reform.

【Hiroshima】
・Continue online English conversation in the third year of junior high school and the firstyear of high school【Sophia-Fukuoka】
・Continue English department training②Accommodate the【Eiko】

next Guidelines for the・Implement new curriculum at the junior high school

Course of Study.

【Rokko】
・Respond to changes in the high school curriculum starting in fiscal 2022
【Hiroshima】
・Send faculty members to participate in various external training programs★
【Sophia-Fukuoka】
・Continue research on teaching and hold faculty and staff training sessions with a view tothe new Guidelines for the Course of Study and the new public common university
entrance examinations(3) Promote high①Consider and【Eiko】

school-university

implement detailed

・Join Sophia University in attending international programs that high school students cancollaboration.

plans for high school-take part in under the name of Sophia School Corporation★

university
collaboration.

-9-

GL2.1

Action Plan

Fiscal 2021 Operating Plans(3) Promote high①Consider and【Rokko】

school-university

implement detailed

・Participate in projects in cooperation with high schools and universities, starting with thecollaboration.

plans for high school-

Global Issues Learning Program★

university
collaboration.

・Invite professors and lecturers from Sophia University to give special classes
・Applicants to enroll in open lectures at the University of Tokyo, Kyoto University, andOsaka University【Hiroshima】
・Continued participation in the "Global Science" program in collaboration with Hiroshima
University★
・University tours to Hiroshima University, University of Tokyo, etc. ★
【Sophia-Fukuoka】
・Collaborate with Sophia University for SFO (Studies For Others) for third-year juniorhigh school students②Strengthen【Eiko】

collaboration with・Promote and publicize the Sophia University Jesuit High School special recommendation

higher education

programdivision.

【Rokko】
・Exchange with Sophia University alumni (including online exchange) ★
・Promote and publicize the Sophia University Jesuit High School special recommendation
system【Hiroshima】
・Conduct classes and lectures by inviting faculty members from Sophia University ★
・Promote and publicize the Sophia University Jesuit High School special recommendation
system【Sophia-Fukuoka】
・Continue educational partnership programs with Sophia University(4) Address①Enhance【Eiko】

globalizationinternational exchange・Continue the student exchange program with Ateneo de Cebu (Sacred Heart School) ★

programs.

【Rokko】
・Consider plans for exchange programs amidst the COVID-19 pandemic【Hiroshima】
・Enhance the current training program in the Philippines and start a new training programin Cambodia ★
【Sophia-Fukuoka】
・Conduct the Micronesia Study Tour★
・Continue the Cambodia Study Tour and Australia Language Training for third-year juniorhigh school students ★
・Exchange with overseas sister schools ( continued exchange with Xavier School in
Nepal, proactive exchange with Aloysius High School in Taiwan and Ateneo de Dabao in
the Philippines) ★

(5) Consider ways to①Consider measures【Eiko】

secure new enrollees,

to secure examinees.

・Consider more effective PR activities amidst the COVID-19 pandemic

looking ahead to a

【Rokko】

future with fewer

・Further enhance public relations activities including briefings and open campus

children.

- 10 -

GL2.1

Action Plan

(5) Consider ways to①Consider measures【Hiroshima】

secure new enrollees,

to secure examinees.

・Continue public relations activities at open campus, school information briefings, cram

looking ahead to a

Fiscal 2021 Operating Plans

schools, etc.

future with fewer

・Enhance school guides and school websites

children.
2. Student support(6) Promote support for①Provide support for【Eiko】

diverse students.

students with various・Continue to promote collaboration with school counselors and psychiatrists

backgrounds.

【Rokko】
・Response to students with special needs【Hiroshima】
・Conduct in-house training sessions for deeper student understanding【Sophia-Fukuoka】
・Conduct training on developmental characteristics②Provide learning【Eiko】

support in accordance・Provide supplementary classes and tutoring for students whose grades have not reachedwith individual

expected standards

proficiency levels.

【Rokko】
・Involve outsourcing to implement efficient measures for students whose grades have notreached expected standards【Hiroshima】
・Place students in different classes according to their proficiency levels at the
supplementary classes offered during long recesses
・Prepare homework of varying levels for long school recesses【Sophia-Fukuoka】
・Promote ICT education
・Conduct supplementary lessons and after-school guidance③Provide and enhance【Hiroshima】

an environment for・Provide a space for students to study in-house and make improvements

self-study.

【Sophia-Fukuoka】
・Promote ICT education④Develop a financial【Eiko】

support system.

・Enhance financial support through a new donation system【Rokko】
・Review of the establishment of a system for the early detection of families with suddenchanges in household income【Hiroshima】
・Strengthen a scholarship program appropriate for a Society of Jesus school

3. Financial and property division(7) Maintain and①Formulate and【Eiko】

manage learning

implement a plan for・Formulate countermeasure plans for areas requiring maintenance and consider budgetaryenvironments (school

the improvement,

policies

building, school

maintenance and【Rokko】

premises and facilities)

management of・Review maintenance and management of the aging pool building

facilities.

- 11 -

GL2.1

Action Plan

(7) Maintain and①Formulate and【Hiroshima】

manage learning

implement a plan for・Plan construction for a new school building

environments (school

the improvement,

・Implement procedures for the abolition of village roads

building, school

maintenance andpremises and facilities)

management offacilities.

Fiscal 2021 Operating Plans【Sophia-Fukuoka】
・Negotiate the sale of the former training farm・Implement a long-term plan to renovate special buildings②Develop an ICT【Eiko】(Information and・Review the promotion of students’ use of computers based on the GIGA school concept

Communication
Technology)
environment.

【Rokko】
・Promote the placement of electronic blackboards, which was temporarily suspended due
to COVID-19【Hiroshima】
・Review of new academic affairs system【Sophia-Fukuoka】
・Improve internet connection in classes via Wi-Fi with one terminal per student(8) Improve the safety①Formulate a disaster【Rokko】

of school life.

prevention plan.

・Consider updating facilities in the area of antimicrobial hygiene【Hiroshima】
・Continue to request the government to reinforce erosion-control dams

②Identify disaster-【Eiko】

prone areas and・Identify the condition of steep slopes in the school site after the completion of protective

formulate andimplement
countermeasures.

works【Rokko】
・Introduce a safety-check system【Hiroshima】
・Conduct construction work to address disaster-prone areas (slope collapse prevention
work on the lower ground) (to be carried out if the situation permits)

4. Personnel division(9) Promote①Formulate a【Eiko】

appropriate recruitment

personnel recruitment

・Formulate and implement a personnel plan in line with the timing of faculty and staff

based on the personnel

plan reflecting the agetransfers

recruitment plan.

structure.

【Rokko】
・Formulate a practical program for early-career training【Hiroshima】
・Formulate a personnel recruitment plan based on the age distribution of faculty and staff
members【Sophia-Fukuoka】
・Formulate a long-term recruitment plan to reinforce the workforce due to retirement(10) Train school①Train school【Rokko】

management

managerial staff and・Consider whether or not to revise selection procedures, etc.

(principals, viceformulate rules and【Hiroshima】

principals school

regulations for their・Continue to compile manuals to facilitate smooth transitions

administration

selection.

・Organize the duties of the management staff after the corporate merger

managers).
★Various programs in Japan and overseas will be implemented when situations make it possible- 12 -

F．Plans to reinforce the foundations of Sophia School Corporation
1. Promote understanding and permeation of Jesuit and Catholic education
GL2.1

Action Plan

Fiscal 2021 Operating Plans(1) Build a foundation for①Enhance the Catholic Jesuit

・Host the symposium "Creating Learning Opportunities for Children Connectedmaintaining, passing down,Center, especiallyto Overseas Countries"

constantly applying andapproaching faculty and staff.

・Hold events to commemorate the "Ignatian year"
・Collaboration with the "Studies in Christian Humanism"

renewing tradition.

・Implement the planned "Leadership Program"・Creation and improvement of materials and websites to deepen understandingof Jesuit education
・Implement training for faculty and staff to deepen their understanding of Jesuit
education②Develop an organization for・Strengthen cooperation with the Kirishitan Bunko Library, Catholic Jesuit

enhancing the archives andCenter, The Archives of the House of the Superior General (ARSI), Society of

establish an endowment as afoundation for theJesus Japan Province Archives, S.J. House Archives, etc.
・Prepare for the establishment of an endowment fundcontinuation of the archives'
activities.
③Enhance the archives as a・Formulate policies for collecting and compiling historical materials

Sophia School Corporation as・Compile regulations and enhance public relations to promote public access towell as at each school.

and use of the materials in the collection
・Create and publish a database of historical materials
・Enhance planned exhibitions to inform the public about the school's philosophy
and history
・Conduct material research in cooperation with The Archives of the House of theSuperior General (ARSI), the Society of Jesus Japan Province Archives, and the
S.J. House Archives
・(University) Promote efforts to compile the university’s history
・(Junior and senior high schools) Create a system for collecting and managing
historical materials at the school level

2. University-wide plans
GL2.1

Action Plan

Fiscal 2021Operating Plans(Promotion of governance reform)(1) Build and install an①Build and implement a scheme

・Devise operations to make the medium- to long-term plan more effective

operational system thatfor the verification, proposal and・Start reviewing the next medium- to long-term plan

enables the planning

instructions related tofunctions and prompt

GL2.1/Action Plan.

decision-making.

②Clarify the authority of・Review the administrative organization and prepare concrete plans for

executives and executive positionsorganizing and clarifying "responsibility and authority”

and formulate relevant rules andregulations.
③ Reorganize and integrate・Thoroughly investigate the status of the rules and regulations for decisionmaking authority
・Develop a system for corporate and school management planning strategies

conferences and committees basedon their functions and strengthen
their planning functions.

- 13 -

GL2.1

Action Plan

Fiscal 2021Operating Plans(Establishing a PDCA cycle for academic management)(2) Build and install an①Establish a PDCA (Plan-Do-

・Functional operation of the internal quality assurance system

academic management

Check-Action) cycle to guarantee

・Design an external evaluation systemsystem based on guaranteed

the quality of education and build

quality.

a framework for its
implementation.
②Build and operate a self-

・Start of preparations for the third accreditation audit

evaluation cycle and system in・Establish an operation system for self-assessment

light of accommodating certified
evaluation and accreditation.
③Build an academic audit

・Begin the review of an academic audit system in collaboration with thesystem.

Audit Office(3) Enhance risk

①Identify critical risks faced by・Actualization of risk management for the entire academy

management.

the Sophia School Corporation,

・Select, implement, and evaluate key risks

implement and manage measures,

・Promote countermeasures for key risks of sluggish progress(Risk management)

improve the precision of theverification scheme(Further improving IR functions）

・Strengthen IR data communication and penetration among faculty and staff(4) Enhance IR①Collect and manage(Institutional Research)

information required for decision-by sharing IR meeting materials

activities that support

making and establish reporting

・Close cooperation with the university administration

decision-making.

functions.
②Utilize IR data in formulating

・Analyze and verify Annual Operating plans by utilizing GL2.1 survey

and verifying the Annual

results

Operating plans.

・Collaborate with FD in various student surveys and questionnaires, andutilization in inspection and evaluation activities③Enhance communications of IR・Organize data items for Statistics, Annual Report, and Factbook and reduce

outcomes within and outside theworkload

university.

・Proactive disclosure and communication of information through the IR
Promotion Office website(Strengthening collaboration with stakeholders)(5) Enhance relations with

①Earnestly collect information on

・Establish various coordination, information management, and operation

stakeholders who support

alumni.

rules with the Sophia University Alumni Association in conjunction with thestart of shared use of the integrated DB, and concretely study the utilization

Sophia School Corporation.

of university resources
・Obtain the contacts of returning study abroad students and build a network
among them
②Strengthen collaboration with・Develop new novelty items for supporters' associations and consider andthe Sophia Parents' Association

introduce a menu of new membership benefits

and guarantors.

・Simplify the membership process and effectively implement various events③Enhance contributions to local

・Specify and implement projects in cooperation with local neighborhood

communities.

organizations and businesses- 14 -

3. Organizational and personnel plans
GL2.1

Action Plan

Fiscal 2021Operating Plans(Improving the performance of the faculty organization)(1) Improve the①Improve the educational and・Design a system for setting organizational goals that respects the autonomy

performance of faculty andresearch environment to achieveof teaching and learning organizations (faculties, departments, graduate

academic organizations.

improvement in facultyschools, and research institutes)

performance.

・Implement measures to improve individual evaluation of faculty members
to enhance their performance②Reorganize the academic

・Plan and decide on the restructuring of undergraduate departments, graduate

organization to promote theschools, and research institutes for the sustainable development of Sophia

realization of university reform

University(Improving the abilities of administrative staff)(2) Improve the①Establish a staff personnel

・Execute and verify the effectiveness of staff development programs toperformance of staff andsystem to achieve improved

encourage self-motivated and self-disciplined actions based on the purpose ofadministrative organization.

staff performance.

the revised evaluation system
・Implement SD (staff development) to achieve organizational targets
・Rate full-time employees in line with job level grades and implement
appropriate staff allocation measures②Establish a structure to
improve the productivity ofincreased sophisticated,complicated and specializedadministrative work.

・Propose measures associated with the workstyle of staff members with aview to the AI era
・Trial introduction of administrative reform utilizing RPA (Robotic Process
Automation)
・Promote inter-sectional (transcending teams or administrative responsibilities)
project-oriented operations and establish a framework for university-wide
cooperation
・Implement flexible work styles to suit lifestyles in light of the impact of the
COVID-19 pandemic (telework, flexible work hours, staggered work hours,etc.) and verify the effects(Improving personnel expenses dependency rate)(3) Achieve efficient①Review personnel

・Implement a plan for appropriate faculty-related personnel expendituresorganizational operations

expenditure structure.

・Reduce the number of full-time faculty hours

and structural reform of・Abolish courses (with less than 10 students)

personnel expenditures.

・Reduce the number of courses taught by part-time faculty・Make recommendations for streamlining the curriculum
・Improve staff-related personnel expenditures and implement staff laborproductivity improvement measures
・Promote administrative reform utilizing RPA・Promote further outsourcing of work by utilizing operating companies②Reorganize the・Plan and decide on measures to reorganize undergraduate departments,

academic organization andgraduate schools, and research institutes for the sustainable development ofadministrative organization

Sophia University
・Propose and decide the appropriate allocation of staff members to faculty
and department offices or research institutions- 15 -

GL2.1

Fiscal 2021Operating Plans

Action Plan

(Promoting diversity)(4) Create an activated①Activate the organization by・Promote measures associated with foreign nationals, individuals withorganization based ondiversifying human resources.

disabilities, and the elderly in anticipation of the mandatory retirement age of70

faculty and staff diversity.

・Promote measures associated with LGBT
②Improving the workplace

・Promote innovations through faculty-staff partnership projects

environment to enhance a sense

・Further enhance mental healthcare and implement improvement measuresof belonging among faculty andin the organization

staff.
(Collaboration among schools)(5) Increase collaboration①Address issues associated・Identify personnel and labor issues of the secondary education division, andamong schools establishedwith personnel and labor

formulate and implement solutions

under Sophia School

management.

Corporation.

②Promote collaboration

・Consider the nature of personnel exchange between secondary and higher

between the secondary school

education departments amidst COVID-19 pandemic

division and higher education
division (including personnel
exchange).

4. Financial plans
GL2.1

Action Plan

Fiscal 2021 Operating Plans(Strengthening the financial base)(1) Enhance self-financed①Secure stable revenue from tuition andresources.

student fees, etc.

・Not established for fiscal 2021

②Secure stable revenue from asset

・Constantly verify the asset management policy and securemanagement.

asset management revenue based on high-level risk
management③Secure revenue sources by utilizing

・Consider securing a source of income by utilizing real estate

assets (fixed assets, intellectual property).
(2) Proactively secure external①Increase revenue from endowments by・Review media channels (brochures, websites, etc.) for

funds.

enhancing campaigns for donations.

recruiting new donations and increasing repeating donors②Increase Grants-in-Aid for Scientific・Enhance the research support system

Research (KAKENHI) and other external

・Increase programs that incentivize researchers

research funds, including commissioned
research funds.
③Increase revenue by promoting business・Increase revenue by promoting the commissioning of work to

operations of affiliated business firms and

SCS and through support for the launch of new businesses andthrough increased endowments to Sophia
School Corporation.

- 16 -

deepening of existing businessesGL2.1

Action Plan

Fiscal 2021 Operating Plans(3) Appropriately allocate the①Allocate the budget based on a・Formulate a medium- to long-term financial plan looking

budgetmedium- long-term financial plan andahead to fiscal 2030 and incorporate it in the fiscal 2022

(Utilizing limited resources)

budgeting policy

business evaluation(4) Constantly engage in saving①Keep track of the revenue and・Use of management accounting data in the formulation of theexpenses

expenditures for each school by section

above medium- to long-term financial planand purpose and implement necessary
measures②Promote reductions of・Selection of target expenses for reduction and setting of

fixed expenses

reduction targets (reduction of waste, promotion of energy
conservation, etc.)(Increasing special assets)(5) Enhance reserve assets to①Increase Reserve Assets for・Formulate plans for expansion of various specified assets inmaintain and improve the research

Depreciation.

preparation for the post-COVID-19 era and incorporate them inmedium- to long-term financial plans

and educational environment.
(6) Increase the scholarship fund.

・(Fundraising) Consider measures to increase donations①Increase the No.3 Capital Fund.

・(Endowment) Formulate a plan for the inclusion of No. 3 basic
fund and incorporate it in the medium- to long-term financialplan

5. Plans for facilities and equipment
GL2.1

Action Plan

Fiscal 2021 Operating Plans(Improving and maintaining an environment for research and education)(1)Improve environments for①Formulate a medium- to long-・Consider a medium- to long-term research and education

research and education.

term campus improvement plan.

environment improvement plan (Second Campus Improvement Plan).

②Diversify educational methods,

・Yotsuya Campus exterior maintenance (preparatory work and Main

sophisticate research, globalize theStreet east-west axis)
・Refurbish Sanadabori Field (basic design, implementation design,

campus, and address

and administrative consultation)

universalization.

・Construction of Building No. 15 (new school building on the site of
the former Kyoei Building)・Review of refurbishment plan for Building 2 and others
・Review of refurbishment plan for Building 7(2)Maintain facilities and①Formulate medium- and long-・Formulate a medium- to long-term maintenance plan for facilities

equipment.

term maintenance plans, including

and equipment, including preventive maintenancepreventive measures, for facilities
and equipment.
②Level maintenance-related costs.

・Perform maintenance of facilities and equipment based on theprioritization of measures
・Implement energy-saving measures(Addressing risk associated with faculties and equipment)(3) Improve campus safety by①Refurbish and maintain faculties

preparing facilities and equipment

and equipment to accommodate

for natural disasters.

various risks.

・Conduct measures to improve campus safety- 17 -

6. ICT Plan
GL2.1

Action Plan

Fiscal 2021 Operating Plans(Harnessing ICT)
(1) Implement further①Make improvements to provide a・Enhance the wireless LAN

upgrades to ICT-based

more user-friendly network, including

・Update the floor switches

research and education andinstalling a wireless LAN service.

・Install network in Building 15②Improve and expand classrooms and・Improve the ICT environment for Hy-flex classes

studying environments.

・Update the CALL classrooms

student support.

・Update the teaching and research servers at junior college
・Update the computing server(2) Effectively utilize ICT①Update and enhance office・Update the administrative infrastructure system (2021)

as a tool for formulating

infrastructure.

・Update administrative network equipment②Develop/update the electronic

・Develop the management system for Loyola study abroad students

administration system and increase the(acceptance operation)

managerial strategies.

use of cloud solutions.

・Update answer sheet reading equipment for general entrance
examinations
・Refurbish the Loyola health management system
・Refurbish the test allowance system
・Update education and research database
・Review the admissions system (to accommodate system changes)
・Update the library system(Improving the ICT environment)(3) Establish an①Formulate a manual and guidelines

・Expand information security-related rules and regulations

operational/managerial

based on the Information System(Guidelines for purchasing ICT equipment in administrative

framework to strengthen

Security Policy.

departments)(Rules and regulations on information security education), etc.

information security.
②Establish an information security

・Formulate information security audit procedures

audit system.
③Continue offering information

・Continue targeted attack e-mail training

security education.

・Introduce e-learning for security education- 18 -

III. Basic Approach of Fiscal 2021 Budget
In order to promote the important agenda set out in the Sophia School Corporation Grand Layout 2.1, we must optimally
allocate the limited financial resources that we have (budgetary allocation).
Faced with new financially impactful challenges, including developing new research and education based on the important
agenda and improving the research and education environment based on the campus renovation plan (including the secondary school
division), we need not only to judge whether or not a new program is appropriate but also to take this opportunity to strictly review
existing projects and their budgets. Then, we must formulate and execute an appropriate, fair and minimum budget that is not
regulated by vested interests, precedents and customary practices.
Furthermore, a school corporation’s payments must be balanced. At Sophia School Corporation, we particularly consider it
urgent and critical to make efforts to balance current year revenue and expenditure, and therefore pursue fiscal health. We aredetermined to establish across the Corporation the acknowledgement that we must consider how to effectively deal with theseemingly contradictory measures of addressing critical issues and allocating budget for the enhancement of research and education.
If, due to impacts of the spread of novel coronavirus infections, the Operating Plan or important agenda is revised or new
student support measures are determined necessary, flexible measures will be taken based on the abovementioned policy.

1. Proposing and properly implementing budgets in line with the Annual Operating Plan
All faculty and staff members must deepen their understanding of Sophia School Corporation’s critical issues and fiscal
situation, propose an appropriate budget in line with the Operating Plan and strengthen their awareness of the importance ofproperly using official funds.
When executing the budget, individual transactions should be rigorously carried out, regardless of the amounts executed,
from the perspective of compliance, economic efficiency and effectiveness.
2. Prioritizing the budget for important agenda
We will prioritize budgetary allocation for measures including research and education activities and infrastructure
improvement associated with the important agenda identified in the Sophia School Corporation Grand Layout 2.1.
3. Achieving budgetary balance through improved revenue and expenditure
We will continue to review and further streamline operations and endeavor to further balance revenue and expenditure.
We will also consider specific measures regarding unprofitable operations based on an accurate accounting of revenue andexpenditure and carry out revenue-increasing and cost-cutting measures regardless of the amounts involved.
4. Deriving maximum effects from cost reduction and a minimum budget
In order to proactively promote new initiatives, we will consider cutting costs and implementing cuts in existing researchand education operations with no exceptions.
We will also explore creative ways to achieve larger outcomes with a smaller budget by further endeavoring to use limited
funds effectively and cut recurring costs.
5. Optimizing personnel expenditures
We will promote the “selection” and “concentration” of projects, and by rationalizing, streamlining and outsourcing
operations, seek to optimize personnel expenditures.
6. Securing revenue from tuition and other student fees
We will address as an important agendum, how to stably secure revenue from tuition and other student fees, which constituteour financial foundation, amid the critical circumstances we are challenged with, including tightened management of the numberof new enrollees by the Ministry of Education, Culture, Sports, Science and Technology, a decreasing 18-year-old population,
and aggravated economic circumstances due to the spread of the novel coronavirus infections.

- 19 -

7. Making active efforts to secure external funding
We will proactively seek to acquire external funds and principally secure funds for various activities, including newundertakings, on our own.
Furthermore, we will promote a larger campaign for donations in a more proactive manner compared to the average year
in order to secure funds for the student support and ICT upgrades required as a result of the novel coronavirus outbreak.
8. Performance evaluation and optimization of internal research funding scheme
As a part of the PDCA cycle for research activities, we will review the research funding scheme and improve operations,considering the status of research outcome communication and utilization of the research funding scheme based on theevaluation results offered by the Research Evaluation Committee. Acknowledging the formulation and establishment ofresearch hubs, as well as promoting research outcome communication and support for fostering young researchers as important
agenda, we will pursue the further optimization of our research fund scheme.
9. Promoting selection and concentration through section-specific and purpose-specific budget management
In order to build a stable financial foundation and facilitate the promotion of the important agenda indicated in the Sophia
School Corporation Grand Layout 2.1, it is essential for us to promote selection and concentration by accurately grasping thesection-specific and purpose-specific budget status and constantly performing evaluation and revision. Therefore, we willcontinue section-specific and purpose-specific budget requests, but in order to gain a more accurate picture of the status quo,budget requests shall be made in smaller segments, such as departments and programs, from Fiscal 2021.

- 20 -

Sophia School Corporation
FY2021

Cashflow Statement
Unit:1,000Yen

IncomeItem
Tuition and other student fees
Entrance examination fees and other fees
Donations
GrantsIncome from the sales of assets
Income from business activities
Interest and dividend
Miscellaneous
Loans
Prepayed tuition and other deferred credits
Other Income
Income-flow adjustment△

Cash and equivalents carried over from previous year
Total

FY2021

FY202018,975,620
994,131548,982
4,198,405
3,250,000
1,359,835
590,965
1,049,692
0
3,998,840
9,005,486
4,518,983
9,468,563
48,921,536

19,519,187
1,071,795
484,000
4,180,619
3,313,240
1,245,166
432,226
1,090,404
500,000
4,455,600
8,234,460
5,061,560
9,283,764
48,748,901△

Fluctuation
△
△

△

△
△
△

543,567
77,66464,982
17,786
63,240114,669
158,739
40,712500,000
456,760
771,026
542,577
184,799
172,635

Expenses
Item
Personnel expenses
Expenses for education and research
Expenses for institutional administration
Interest on loans
Repayment of loans
Payment for land, buildings, and other construction in progress
Payment for equipment, libraries, and other
Payment for asset management
Other Expenses
Reserve fundExpenses-flow adjustment△

Cash and equivalents carried over to next year
Total

- 21 -FY2021

FY202015,361,135
7,198,469
1,495,599
114,798
1,314,962

15,387,815
7,441,168
1,684,989
130,713
1,206,572△

933,188794,858
12,768,079
835,936
225,600
527,982
8,406,894
48,921,536

1,369,878
1,029,934
11,309,637
2,364,397
233,600
615,159
7,205,357
48,748,901△△

Fluctuation

△
△
△

△
△
△

26,680242,699
189,390
15,915
108,390436,690
235,076
1,458,442
1,528,461
8,000
87,1771,201,537
172,635

Sophia School Corporation
FY2021

Statement of Revenue and Expenditure
Item
Tuition and other student fees

Unit:1,000Yen
18,975,620

Revenue

994,131

Donations

491,810Grants4,150,300

Income from business activities

Expenditure

Educational activities

Entrance examination fees and other fees

909,835

Miscellaneous

1,049,692

total

26,571,388

Personnel expenses

15,134,548

Expenses for education and research

10,143,713

Expenses for institutional administration

1,722,660

total

27,000,921

Balance of educational activities△ 429,533

Revenue
Expenditure

Except educational
activities

Interest and dividend

590,965

Others450,000

total

1,040,965

Interest on loans

114,798

Others0

total

114,798

Balance of except educational activities

926,167

Ordinary balance

496,634

Revenue
Expenditure

Extraordinary revenue
and expenditure

Income from the sales of assets

0

Others170,019

total

170,019

Net loss on disposition

284,186

Others0

total

284,186

Extraordinary balance△ 114,167

Reserve fund

225,600

Balance of current year before transfar to capital fund

156,867

Transfer to capital fund

△ 1,961,654

Balance of current year

△ 1,804,787

Balance carried over from previous year

△ 8,571,676

Balance carried forward to next year

△ 10,376,463（Reference）
Total revenue

27,782,372

Total expenditure

27,625,505

Total balance

156,867- 22 -